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Date: April 29, 2024 Mon
Time: 8:44 pm
Time: 8:44 pm
Results for sexual assault response teams
1 results foundAuthor: Campbell, Rebecca Title: Sexual Assault Response Team (SART) Implementation and Collaborative Process: What Works Best for the Criminal Justice System Summary: Historically, community services for sexual assault victims have been uncoordinated and inadequate (Martin, 2005). Sexual Assault Response Teams (SARTs) were created to coordinate efforts of the legal, medical, and mental health systems, and rape crisis centers, in order to improve victims' help-seeking experiences and legal outcomes. SARTs are espoused as best practice and have been adopted widely across the U.S. (DOJ, 2013; Ledray, 2001). Descriptive research (using convenience sampling) suggests that how SARTs are structured varies from community to community (Zajac, 2006). However, studies have not yet examined how differences in SARTs' structure relate to their effectiveness (Greeson & Campbell, 2013). To address this gap, Study 1 sought to (1) use random sampling methods to identify a nationally representative sample of 172 SARTs; (2) understand the structure and functioning of U.S. SARTs; (3) identify patterns of SART implementation; and (4) examine how these patterns relate to SARTs' perceived effectiveness at improving victim and legal outcomes. Consistent with prior studies of domestic violence coordinating councils, this study examined SART members' perceptions of their SARTs' effectiveness. Specific features of SARTs' structure that were examined included: membership breadth (the number of different stakeholder groups that participated in the collaboration) and implementation (their formalization and use of recommended collaborative activities). Findings confirmed that U.S. SARTs vary in their structure. Using cluster analysis, three types of SARTs were identified. SARTs in the "Low Adopters" cluster (38% of the sample) utilized fewer formal structures, were less likely to institutionalize multidisciplinary trainings and policy/protocol review into their collaboration, and did not engage in program evaluation. The "High Adopters except Evaluation" cluster SARTs (47%) used more formal structures and had greater institutionalization of multidisciplinary trainings and policy/protocol review; however, none of them engaged in program evaluation. The "High Adopters plus Evaluation" cluster (16%) also used more formal structures and had greater institutionalization of multidisciplinary trainings and policy/protocol review, and in addition, engaged in program evaluation. These clusters, and other features of the SARTs and their communities, were examined as predictors of SARTs' perceived effectiveness. The "High Adopters plus Program Evaluation" cluster was perceived as more effective than the "Low Adopters" cluster on all four effectiveness measures. SARTs in the "High Adopters plus Program Evaluation" group perceive themselves as more effective on one of the four domain of effectiveness than SARTs in the "High Adopters except Evaluation" cluster. In addition, active membership from a greater number of sexual assault stakeholder groups was associated with higher perceived effectiveness on all three forms of legal effectiveness. These findings suggest that formalization, regular collaborative processes, and broad active membership from diverse stakeholder groups are key components of successful SARTs. SARTs in the Study 1 "High Adopters plus Evaluation" cluster--the most effective cluster--were then selected to participate in a study of model SARTs. Specifically, in Study 2, we used social network analysis to examine the structure of inter-organizational relationships within model SARTs. Within each SART, all organizations were asked about their relationships with all other organizations that participated in their team (specifically, frequency of communication, the extent to which they felt that other organizations valued their role, and the extent to which they felt that other organizations were a resource to their own organization's work). Findings are based on the three SARTs that fully participated. Results revealed a high degree of connection between organizations both within and across sectors (criminal justice vs. not) in model SARTs. However, findings also revealed occasional stratification of relationships within SARTs. Finally, there was evidence that inter-organizational relationships tended to be mutual, and the three types of relationships were positively correlated with one another. Details: East Lansing, MI: Michigan State University, 2013. 226p. Source: Internet Resource: Accessed January 27, 2014 at: https://www.ncjrs.gov/pdffiles1/nij/grants/243829.pdf Year: 2013 Country: United States URL: https://www.ncjrs.gov/pdffiles1/nij/grants/243829.pdf Shelf Number: 131810 Keywords: CollaborationInteragency CooperationRapeSexual AssaultSexual Assault Response TeamsVictim Services |